library strategy 2019-2024 · the libraries have a current membership of 3,158, with over 94,197...

July 2019

Library Strategy2019-2024DRAFT

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Table of Contents1.0. Executive Summary............................................................................................................................3

1.1 .Vision.......................................................................................................................................31.2. Guiding Principles...................................................................................................................31.3. Priorities...................................................................................................................................4

2.0. How This Strategy Was Developed...................................................................................................5

3.0. Our Story: Indigo Shire Libraries.......................................................................................................73.1. Timeline...................................................................................................................................73.2. Data Snapshot.........................................................................................................................73.3. Current Situation.....................................................................................................................83.4. Current LGPRF Performance..................................................................................................9

4.0. Context.............................................................................................................................................104.1. Global Social Trends.............................................................................................................104.2. Emerging Trends in Public Libraries....................................................................................114.3. What Does the Library of the Future Look Like?................................................................124.4. Strategic Alignment..............................................................................................................13

5.0. Indigo Shire Profile: Our Community...............................................................................................155.1. Demographic Profile.............................................................................................................155.2. Population Growth................................................................................................................155.3. Cultural and Linguistically Diverse (CaLD).........................................................................165.4. Aboriginal and Torres Strait Islanders (ATSI).....................................................................165.5. Education...............................................................................................................................165.6. Access to Technology..........................................................................................................175.7. Economic Indicators.............................................................................................................175.8. Key Industries.......................................................................................................................175.9. Employment..........................................................................................................................175.10. Volunteers...........................................................................................................................185.11. Disadvantage and Need for Assistance............................................................................185.12. Households with Children..................................................................................................195.13. Number of Cars per Household.........................................................................................19

6.0. Key Performance Indicators............................................................................................................20

7.0. Implementation and Evaluation.......................................................................................................217.1. Implementation....................................................................................................................217.2. Evaluation..............................................................................................................................21

8.0. Indigo Shire Libraries Action Plan..................................................................................................228.1. Summary of Strategic Priorities..........................................................................................228.2. Priorities: Indicative Timeframes.........................................................................................228.3. Indicative Investment...........................................................................................................228.4. Priority 1: Places and Spaces..............................................................................................238.5. Priority 2: People at Heart....................................................................................................258.6. Priority 3: Future Focussed..................................................................................................298.7. Priority 4: Shout from the Rooftops.....................................................................................31

9.0. Contact Us.......................................................................................................................................32

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1.0. Executive SummarySince its inception in 2013, Indigo Shire Library Service has provided a valued and valuable community service across the Shire.

With one of the youngest collections in the state, four branch libraries and an outreach service, Indigo Shire Libraries have a solid foundation with which to grow and meet the evolving needs of our community.

Increasing our membership, reviewing our operating hours, offering innovative programming and providing contemporary library spaces are all areas where Indigo Shire has the opportunity to develop and expand the library service – providing extraordinary experiences and services to our communities.

As global trends influence local public library policy, libraries are adapting into places of knowledge, creativity, social connection, enterprise and innovation.

This Strategy provides a road map for the Library Service to embrace this evolution, positioning our libraries as the building blocks of our community, strengthening and contributing significantly to the social, economic and cultural wellbeing of Indigo Shire.

1.1. Vision: “Libraries - enriching our daily lives.”Indigo Shire libraries are a vital part of everyday life. They are catalysts for creativity, discovery and community connection. Our libraries empower our communities through equitable access to resources, services and information. Indigo Shire Libraries are welcoming places where everyone belongs.

1.2. Guiding PrinciplesThe following guiding principles have shaped the direction of this strategy:

• We believe that knowledge has the power to change lives • We encourage residents to engage in lifelong learning and recognise this as a contributor

to wellbeing• Imagination and creativity are the seeds of great communities• Through innovative programs and spaces, we will enhance community connections • We recognise our Library staff as the foundation of an excellent library service • We will look to best practice to guide our decision making

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1.3. PrioritiesThe following strategic priorities have been identified to respond to the challenges, vision and principles outline in this document.

Places and Spaces This priority addresses the physical infrastructure needs of Indigo Shire Libraries and considers the changing role of libraries as they become community hubs.

People at the Heart This priority identifies opportunities to increase engagement with the community through a range of programming, outreach and capacity building activities.

Future Focussed Technology is changing the way we learn, connect and collaborate. This priority ensures we have access to the best platforms to deliver our service and that our libraries are able to facilitate access to technology.

Shout from the Rooftops Better communicating with our residents about the services the Library provides is an essential part of this strategy. This priority sets out how we will communicate and raise the profile of Indigo Shire Libraries.

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2.1. How This Strategy Was DevelopedIn 2018 Council contracted Roger Henshaw Consulting Services to undertake a review of the current library service delivery model and to outline changes to this model in order to capitalise on and embrace the new and emerging library operating paradigm. The service review report included an evaluation and overview of Indigo Shire libraries, an environmental scan of the public library sector and recommendations on a way forward.

The service review report involved a three phase process with key hold points to provide an opportunity to analyse feedback, present findings and report progress to Council. These were:

Step # 1: Research

This initial phase involved desktop reviews to inform background and industry best practice. It included the following:

• Analysis of Council and Library reports and plans to ensure continuity and improvement in planning and to align all future strategic planning with Council’s planning framework, State Library requirements and the strategic direction outlined by the Public Libraries of Victoria Network

• Review of community profile information including ID data and SEIFA, and all Council and Library planning documents

• Trends and innovations in library technology, systems and services and contemporary professional requirements

• Approaches to programming• Review of current library service delivery including the range of services on offer, systems

and processes and administrative practices e.g. cataloguing and processing• Location of branches, design, space and accessibility• Library performance data analysis

Step # 2: Stakeholder Engagement

A stakeholder engagement process was then conducted and included:

• Consultation with library staff• Feedback from Council staff (non-library)• Community consultation at each branch by way of face-to-face interviews with library

users• Community engagement activities including an online survey facilitated by Indigo Shire

Council

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Step # 3: Identification of Priority Areas

Analysis of the above engagement activities was undertaken and combined with the consultant’s knowledge of the industry was used to identify key themes and priority areas for action in the service review report. Development of the Library Strategic Plan

Taking into consideration the findings of the service review report, industry benchmarking and developed with the Victorian Public Libraries 2030 Strategic Framework in mind, this five year plan has been developed to inform the future direction of Indigo Shire Libraries.

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3.0. Our Story: Indigo Shire Libraries3.1. Timeline: Look how far we’ve come...

3.2. Data Snapshot: Strength in numbersIn a local government area with a population of approximately 16,000 the strength of the library service and its valued place in the community is demonstrated by the high volume of library use.

In 2018-2019 Indigo Shire Libraries recorded: DRAFT

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3.3. Current SituationThe Library has four branches (Beechworth, Rutherglen, Chiltern and Yackandandah) and the BookBus, currently servicing Barnawartha and Tangambalanga; and is open 142 hours per week.

The Libraries have a current membership of 3,158, with over 94,197 visitors annually (this figure represents the number of patrons entering a library collated by the door counters) and almost 90,000 prints loaned per year. It offers digital resources for adults and children including eBooks, eAudio, and eMagazines.

Indigo Shire Libraries are also part of the Swift consortium which provides library patrons with access to over 3 million items which can be requested from any participating library.

Library staff deliver a number of services including story time, tailored ordering, delivery to nursing homes and childcare centres, school programs, school holiday activities, digital support services and collection management.

The current gross floor space of all library branches is 637m2. All current library branches are undersize for the population and expected growth when benchmarked against Australian Public Library standards.

The library runs a variety of literacy and learning programs and activities for its users, has a current and diverse collection in print, audio visual and digital formats and provides accessible and welcoming (albeit small) spaces for community engagement, lifelong learning, recreation and literacy skills development.

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3.4. Current LGPRF PerformanceThe Local Government Performance Reporting Framework (LGPRF) aims to improve the transparency and accountability of council performance to ratepayers and to provide meaningful data to the public. The framework is made up of 66 measures and a governance and management checklist of 24 items which together build a comprehensive picture of council performance.

Figures from the 2017-2018 LGPRF in relation to library performance are as follows:

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4.0. Context

4.1. Global Social TrendsPublic libraries operate locally in a global context and consequently, many of the drivers of change for service provision will come from outside the Library sector.

Some of the most significant trends which will impact on public libraries include:

Population and demographic change

• Ageing population • Increase in cultural diversity • Emergence of digital native population

Work and the Workforce

• Shift from an industrial to a knowledge economy

• Changes in work patterns including a shift towards the ‘gig economy’

• Population growth and urbanisation in regional cities

• Income inequality • A sharing economy

Technology, Information literacy and Education • Access to technology and digital

literacy are integral to effective participation in society

• Connected learning is highly social and interest driven

• Gamification and game based learned experience greater adoption and recognition

Evolving customer expectations

• ‘Fast casual’ is reflective of changing consumer values including desires for more social and aspirational experiences

• Opportunities to unplug are becoming essential in the personal and professional realm

Increased environmental pressures

• Increased acknowledgement of climate change and response through sustainability measures

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4.2. Emerging Trends in Public Libraries

While rapid social, economic and cultural changes continue to influence global policy and decision making, libraries are well placed to adapt and support their communities through these changes.

No longer just repositories for books, libraries have emerged as true community meeting places – places where you can be, without having to buy.

The contemporary library will provide a range of services, programs and activities which respond to the changing needs of their communities.

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4.3. What Does the Library of the Future Look Like?

Embracing technology

• Public libraries embrace technology as a core service and technology as a service enabler

• A growing collection of e-resources are available for download

• Free Wi-Fi is accessible • People of all ages use the library to

access information, use the internet, play games or write a job application

Libraries are public places

• The library is a place where people want to be – a place for after work or school, a place where all are welcome and access is free

• Libraries are more than just places for books. They are places to read, do homework and connect with your community. They are co-located with customer service centres, museums, galleries or youth services. They have coffee shops, maker spaces, recording studios

• Libraries are places where you can be connected, or disconnect

• Library spaces are flexible, with meeting spaces, homework spaces, moveable walls, shelving and furniture

Programming, Community Development and Lifelong Learning

• Public libraries play an active role in community development and capacity building

• The library of the future provides leadership in programming, creating activities for learning, growth and connection through the provision of exciting workshops, exhibitions, book clubs story times, author talks and activities

• Libraries play a vital role in engaging and connecting people of all ages

Collections

• Library collections continue to be the most well-known feature of a public library, and library buildings continue to house, display and promote both physical and virtual resources and services

• Libraries will develop targeted and in demand collections

• There will be more emphasis on collection display and arrangements e.g. face out bookshop type display; more attractive and versatile shelving

• Greater spending on e-resource development DRAFT

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4.4. Strategic AlignmentInternational

Public libraries in an international context are underpinned by a number of key documents in relation to public Library policy:

• UNESCO Public Library Manifesto• IFLA (International Federation of Library

Associations) Public Library Service Guidelines

• IFLA Global Vision• United Nations Sustainable

Development Agenda

NationalThe ALIA Australian Public Library Alliance (APLA)

The ALIA APLA National Strategy and Action Plan 2015-20187 has the following strategic priorities:

• National public library collaboration• Providing safe and equitable access

to information, resources and e-government

• Fostering creative communities• Contributing to community wellbeing• Enabling connected communities• Supporting literacy and learning• Playing an active role in local culture

and heritage• Embodying core values of democracy

and freedom of expression

StateThe State Library of Victoria (SLV) exercises various responsibilities to public libraries as assigned under the Libraries Act 1988. The conduit to the State Library is through the public libraries team at the SLV and the Public Librar-ies Victoria Network (PLVN).

The PLVN undertook to establish a strategic framework to guide public libraries with their future planning. The Victorian Public Libraries 2030 Strategic Framework seeks to identify how we can best prepare individual library services over the next decade. Key findings from the 2030 project are:

1. Victorian public libraries can prosper from the future emergence of five prominent social trends identified by the Victorian Public Libraries 2030 process: creativity, collaboration, brain health, dynamic learning and community connection

2. Victorian public libraries can successfully adapt to the emergence of these future trends by adopting a broad sense of purpose and identity

3. Victorian public libraries in 2030 are likely to feature elements of both the Creative Library and the Community Library

4. Victorian public libraries can occupy relevant and prominent positions at the centre of their local communities in 2030

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LocalIndigo Shire Council Plan 2017-2021

Indigo Shire’s vision, as outlined the Council Plan 2017-2021 is Indigo Shire: Heritage Shire – Bold Future.

The Indigo Shire Council Plan is based on five themes supported by strategic objectives and actions.

• People & Communities• Places, Townships & Infrastructure• Economy• Environment & Sustainability• Civic Leadership & Governance

The Library supports and delivers on many of these outcomes, in particular the following:

Theme 1: Indigo’s people & Communities

1.1 Our community members are physically and mentally healthy and active1.2 Our community members are connected and have equal access to services and to each other1.3 Our youth are engaged1.4 Our Indigenous people and communities are recognised and engaged1.5 Arts and culture grows across the Shire

Links to other Council Plans

This Library Strategy also supports the following Council Documents:

• Indigo Ageing Well 2018 • Early Years Strategy • Arts Policy

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5.0. Indigo Shire Profile: Our Community5.1. Demographic ProfileIndigo Shire has a population of approximately 16,000 people. The median age of people in Indigo Shire is 46 years. Children aged 0 - 14 years make up 17.8% of the population and people aged 65 years and over make up 20.7% of the population.

Like many rural communities, in Indigo Shire the percentage of local residents in their 20s and 30sis much lower than the Victorian average. This is the age when a high number of young people move from rural towns to larger regional centres or metropolitan centres for work or study. There is often a return of people, or an influx of new residents in the area from around 40 years of age onwards. This is certainly the case with Indigo Shire. Between the ages of 50 and 74 there is a significantly higher percentage of residents, compared with Victoria, however, unlike some rural areas where the percentage of older adults remains higher than figures for Victoria, these numbers essentially even out from 80 years of age onwards.

5.2. Population GrowthForecasts of population made by the Victorian Department of Environment, Land, Water andPlanning (Victoria in Future 2016) for Indigo Shire’s population was that it would increase slowly at about 0.4% per annum, reaching 16,300 people by 2031. It is now evident that the population growth will be somewhat greater than that.

Impact on the library:

• There will continue to be a demand for library services in any new developments across the Local Government Area (LGA) which the existing branch network may not be able to meet

• Council will need to consider how best to deliver a library service to any new residential developments i.e. mobile service, unstaffed points of presence etc.

• There will be an increasing demand for additional services and activities for seniors, and a need for planning services for active, older adults

• Services for infants and pre-schoolers will continue to be in demand• Libraries are likely to remain favoured meeting places for children and teenagers, but it is

vital to develop a marketing plan (including communication and promotional strategies) that targets these clients

Ageing Population

The Department of Health and Human Services (DHHS) Indigo Shire Profile (2016) has indicated that there is significant projected population growth of Indigo’s aged community. In 2031 the pop-ulation of Indigo Shire Council is expected to be 16,937 with the largest growth expected to be in the 70-84 age group. This age group is projected to grow from 1,376 to 3,150 representing a 128% increase over 15 years. The percentage of residents over 75 who live alone is also higher than the state average.

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• In line with Indigo Shire Council’s Ageing Well Strategy, there be an increasing role for the library to play as a social hub for older residents, increasing their social participation in the community

• The Library will experience increased expectations of continued opportunities for involve-ment in the social, learning and creative life of their communities

• There may be an increase in demand for large print materials and e-books

5.3. Cultural and Linguistically Diverse (CaLD)The most common ancestries in Indigo Shire were English (42%), Australian (30%), and Irish (8%). 84% of people were born in Australia. Less than 2% were from a non-English speaking background and 91% speak English only.


• The number of people of CaLD background is not currently of major significance to the library’s collections and services

• Current demand for non-English materials can be reasonably met through inter library lending

5.4. Aboriginal and Torres Strait Islanders (ATSI)Aboriginal and Torres Strait Islander people make up 1.3% of the population.


• Libraries have a role to play in creating inclusive spaces for all people and actions will arise for the libraries from Council’s Reconciliation Action Plan which is currently under development

5.5. Education40% of persons over 15 had completed Year 12 schooling (compared to the Victorian average of54%) and 21% of the population are currently attending educational institutions. 29% of the Indigo population have tertiary qualifications (Diploma, Bachelor or higher degrees) (compared to 40% of the Victorian population). Indigo is home to private and public schools.

2017 NAPLAN benchmarks indicate that students in Years 3-9 across Indigo Shire fall consistently below state benchmarks in reading, writing, spelling and language. Particularly concerning are the Year 7 results, which shows 10% of students at a Year 7 level did not meet benchmarks against 5% of the Victorian average.


• There will be increasing pressure on the library to offer study spaces and homework help support or classes; and to develop information and digital literacy programs

• An increase in the use of the library service by people studying for higher education qualifications may require a collection content reassessment for both print and electronic material or partnerships with learning institutions

• The library should work collaboratively with other agencies to provide resources and services aimed at improving functional literacy levels in the community

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5.6. Access to Technology80% of households in Indigo Shire have access to the internet. This data captures whether the dwelling has an internet connection, regardless of whether or not it is paid for by the household.


• There will be an increasing need for technology services provided as digital skills and access to technology become more integral to participation in society. Staff are likely to have an ongoing role as tutors in the use of technology and Internet searching using the facilities provided in the libraries

• There will be an ongoing need for training of staff to keep up with the rapid changes in technology to continue to service customers

• The library may play an increasing role for young adults in the provision of technology services and information literacy e.g. Internet tutorials, workshops, as a source of knowledge for technology development, or as a place to be exposed to new technology

• The library will need to consider options for online lending and streaming services for members (an access and equity initiative)

• There is a role for the Book Bus to provide more remote areas with free access to high speed Wi-Fi

• The availability of the NBN across the region may offer further opportunities for the library for such things as live streaming of events, or potentially, collaboration with University campuses in Albury-Wodonga and Wangaratta, to provide a venue for online interactive lectures and tutorials

5.7. Economic IndicatorsThe median weekly household income was $1,265 (compared with $1,419 for Victoria) and 11%were low income households (less than $650 per week).


• Lower income households rely more on public libraries for educational and recreational reading material; are less likely to have access to the latest technology and may have an increased need to access Government websites. Their capacity to pay for value-added services or programs is limited

5.8. Key IndustriesThere are approximately 1,783 separate businesses based in the Shire. Industry is generally rural in nature with supporting services in small towns. The economy of the Shire is based on farming (beef, sheep, dairy, horticulture and viticulture), processing of local primary produce, and the provision of services, including tourism, retail, health and education. The wine industry is a large sector within the Shire. It has moved from being solely manufacturing to creating an experience with cellar doors and fine dining restaurants. The economy of Indigo is also based on ‘value-adding’ to the agricultural and horticultural products of the region. Milk, cereal and grapes have provided the most opportunities over the past decade.

5.9. EmploymentIn the Shire, Manufacturing is the largest employer, followed by Agriculture, Forestry and Fishing.

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6,981 people living in Indigo in 2016 were employed, of whom 33% worked full-time and 20% part time. 3% of the population were looking for work. The three most popular occupations wereProfessionals (19%), Managers (16%) and Technicians and Trades Workers (14%). 44% of the Shire’s working residents travel outside of the area to work, predominately in Albury/Wodonga.


• The planning and timing of events and activities will need to consider working (and commuting) hours to attract more users into the library

• In future, libraries may need to extend their opening hours, as they become workplaces for telecommuters and small business operators

• There may be opportunities to develop collaborations, partnership and potential sponsorship deals with businesses and major employers in the Shire

5.10. Volunteers31% of persons living within the Shire reported that they helped as a volunteer (Victorian average is 22%).

Opportunities for volunteers in the library:

• Home library services / delivery of books to people who are housebound• Sharing of knowledge through assistance with, or provision of, tutorials, workshops or

lectures on a regular or occasional basis (the U3A17 model)• Assisting with family and school holiday programs, book talks, and other library events• Assisting with homework help, family history research and adult literacy classes• Friends of the Library group• Local history projects

5.11. Disadvantage and Need for AssistanceThe information provided below has been extracted from the SEIFA Index of Relative Socio-Economic Disadvantage. The Socio-Economic Index for Areas (SEIFA) measures the relative level of socioeconomic disadvantage based on a range of Census characteristics including income, educational attainment, unemployment and occupations. SEIFA scores range from 188 (most disadvantaged) to 1,186 (least disadvantaged).

A score higher than 1,000 means a lower level of disadvantage and a score lower than 1,000 means a higher level of disadvantage. Indigo scored 1,016 on the SEIFA Index, indicating a medium level of socio-economic advantage. However, Rutherglen small area data indicates a SEIFA score of 966, indicating a higher level of socio-economic disadvantage; and Yackandandah scored 1,055.

5% of the population in the Shire in 2016, reported needing help in their day-to-day lives due to disability; and 13% of the population provided unpaid assistance to a person with a disability, long term illness or old age.


• There may be an increasing need for housebound services• Any new or refurbished library buildings will need to be accessible

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• Consideration may also need to be given to the provision of adaptive technology in the libraries

• There may be ongoing need for assistance with technology and web-based government information

• Lack of public transport may have a number of implications for the library (e.g. the need for increased parking, alternative delivery and return options, loan periods)

5.12. Households with ChildrenOf the families in the Shire, 40% (1,740) are couple families with children, 46% (1,990) are couple families without children and 13% (566) are one parent families. In 2016 39% of households in Indigo included children. There were 1,431 couples with young children (under 15 years of age) in Indigo, comprising 24% of households. 130 people in the Shire provided unpaid care for children other than their own.

The Australian Early Development Census data provides a snapshot of children’s development that can inform communities and support planning, policy and action. The data measures the development of children in Australia in their first year of primary school against five learning and development domains.

In 2018, 31.3% of children in their first year of school in Indigo Shire were developmentally at risk or developmentally vulnerable of:

• Having difficulty participating in games involving the use of language• Being difficult to understand and had difficulty understanding others


• An ongoing demand for resources and services for children, and the need for more space to deliver literacy and learning programs

• The Library should continue its partnerships with local childcare centres, for the delivery of services to this group

• There is scope for further cross-promotion of activities and services provided by Council and privately funded childcare

• There is opportunity to deliver high quality literacy programs through the Library outreach service to vulnerable families and families who may not consider accessing traditional literacy and learning programs

• Partnership opportunities with primary schools to ensure programming is tailored to lan-guage literacy and numeracy needs locally

5.13. Number of Cars per HouseholdAnalysis of car ownership in 2016, indicates 66% of households in Indigo had access to two or more motor vehicles, compared to 54% in Victoria. 3% of households reported they had no vehicle. 70% of Indigo’s employed population travelled to work by car compared to 66% in Victoria. Less than 1% used public transport, compared to the Victorian average of 13%.


• Any new library (or changed location) will need adequate car parking spaces• The location of any new library buildings will need to be carefully considered in relation

to colocation with other services / retail / recreation facilities etc.; and the availability of public transport for those without cars

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6.0. Key Performance IndicatorsThe success of the Indigo Shire Libraries Strategy and Action Plan will be measured through the following indicators.

Indicator Measure Current Performance

Target

Membership Library members as a % of the population

16% 30%

Collection (quality)

% of the Library collection purchased in the past 5 years

80% 80% (maintained at current level)

Library Use Number of annual library visits 94,197 5% increase

Program participation

Number of participants in library programs

6480 20% increase

Library profile via social media

Number of social media followers

196 20% increase

Outreach service

Increase in outreach visits 590 20% increase

Community Strengthening

% of library users who believe the library is:

• A hub for community activities and connec-tions

• Encourages reading • Is a welcoming space

Not currently measured

User ratings of 80% or higher in Library user survey

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7.0. Implementation and Evaluation7.1. ImplementationThis strategy sets out strategic objectives and actions which will guide Council’s decision making and activities in libraries over the next five years. In addition to these objectives, the Library service will remain responsive to any issues or opportunities which arise. Council will be the lead in implementing this strategy and will seek partnerships where possible to deliver the best outcomes for the community.

7.2. Evaluation Council will review and evaluate the the strategy on an ongoing basis. Annual progress reports will be made to Council and additionally captured through the LGPRF reporting framework.

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8.0. Indigo Shire Libraries Action Plan 8.1. Summary of Strategic Priorities The Library Strategy is designed to provide Indigo Shire with a clear direction for the delivery of Library services and the vision of a bold future for Indigo Shire.

There are four priorities under which the action plan has been developed.

• Places and spaces • People at the heart • Future focussed • Shout from the rooftops

8.2. Priorities: Indicative Timeframes High: 2019 - 2021Medium: 2021 - 2022Low: 2022 - 2024

8.3. Indicative InvestmentApproximate cost ranges for actions contained within the Action Plan are outlined as follows and represent a general guide only to provide an indication of resources required.

$ $30,000 or less $$ $30,000 - $100,000 $$$ Over $100,000

Where no $ sign is indicated, the action can be implemented within existing operating budgets. Some projects contained within the action plan will be subject to grant funding. Council will active-ly seek funding opportunities to implement projects from the Library Strategy which are outside the scope of Council budgets.DRAFT

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8.4. Priority 1: Places and SpacesThis priority addresses the physical infrastructure needs of the Library Service. There is a significant variation in the quality and accessibility of library branches, and consequently the respective capacity for increased service delivery and the opportunity to meet the future needs of the community.

The Places and Spaces priority aims to deliver infrastructure which meets projected future library use, changes in demographics, population growth and changes in community expectations, par-ticularly in regard to programming and flexible, interactive spaces.

Developing a Libraries Infrastructure masterplan will inform future planning which maximises equitable and inclusive access, supports a strong technology backbone and creates flexible and adaptive spaces.

Strategy 1.1 Consider and develop infrastructure requirements across Indigo Shire Library branches

Action Responsibility Partners – Internal

Partners – External

Priority

1.1.1 Develop a plan for immediate minor upgrades to Chiltern Library

Library Innovation Coordinator

Infrastructure Team

HIGH

$

1.1.2 Prioritise the redevelopment of Chiltern Library in conjunction with other community infrastructure requirements


Community Development Manager

Infrastructure Team

Grant funding partners

HIGH

$$$

1.1.3 Consider opportunities for redevelopment of Rutherglen Library in conjunction with Rutherglen Placemaking Project


Economic Development

Infrastructure Team

MEDIUM

$$$

1.1.4 Develop a library master-planning document of building renewal and refurbishment which considers the vision, optimal size, location accessibility, environment and future needs


Infrastructure Team

Public Libraries Victoria (PLV)

MEDIUM

$

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1.1.5 Develop an assessment criteria to determine future needs of growing communities in relation to Library infrastructure


Infrastructure Team

Community Development Team

MEDIUM

Strategy 1.2 Develop welcoming, safe, sustainable and accessible library facilities in the community



Priority

1.2.1 Enable improvement and change of internal library layout and facilities to incorporate spaces which are comfortable, accessible and safe spaces to read, study, learn and meet


Infrastructure - Capital Works Program


LOW

$

1.2.2 Complete a review of opening hours to ensure equitable access to library services across the Shire and/or meeting community need


Libraries After Dark

MEDIUM

1.2.3 Commit to reducing the environmental impact of library operations and spaces


Library Staff

Environmental and Sustainability Officer


MEDIUM

$

1.2.4 Encourage and facilitate the use of our libraries for a range of lifelong learning and cultural activities


Library Branch Coordinators

Ageing Well Officer

Youth Officer

Community Development Officer

Community organisations

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8.5. Priority 2: People at the Heart Libraries are at the heart of our communities. Whether through books, activities, study, internet access or relaxation, human connection is at the centre of the library service.

This priority identifies opportunities to increase engagement with our community through dynamic and active programming. Programming also has the ability to attract new users to the library – members of the community who are not currently using the service.

Council’s Outreach Service, currently underpinned by the Book Bus has the capacity to grow – reaching communities who do not have access to a branch library. The Book Bus can also deliver story time services and has the potential for a range of other activities. Reviewing this service is a high priority.

People at the heart also recognises that our Library Staff are a valuable and essential part of our Library service. Community consultation undertaken throughout the development of this Strategy has revealed the affection and regard with which the Library staff are held by the community. Valuing, recognising and enhancing the skills of the Library staff is critical to the delivery of this strategy.

Strategy 2.1 Deliver inspiring and engaging library programs which support and encourage life-long learning, reading, creativity and inclusiveness



Priority

2.1.1 Develop a calendar of programs and activities which engage a wide range of users and age groups


Library Staff

Community Development Officer

Ageing Well Officer

Youth Officer

Early Years Officer

Burke Museum

Grant funding agencies

Other regional libraries

HIGH

$

2.1.2 Increase engagement across the community including children and young people to support development of literacy skills


Library Staff

Early Years Officer


MEDIUM

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2.1.3 Continue emphasis on the provision of preschool and children’s services to develop early literacy programs

Library Staff Early Years Officer

Childcare providers

Kindergartens

Schools

HIGH

$

2.1.4 Deliver programs to engage community members who are not currently Library members


Library Staff

Community Organisations

LOW

DRAFT

27

Strategy 2.2 Provide collections which are inspiring, current and meet community needs



Priority

2.2.1 Review community demographics and library usage to identify collection improvement opportunities



MEDIUM

2.2.2 Develop a comprehensive, community focussed collection management plan



Public Libraries of Victoria (PLV)

LOW

2.2.3 Expand the collection of physical and e-resources to meetgrowing demand andcommunity need



HIGH

$

Strategy 2.3 Provide a high quality outreach service which meets the needs of the community



Priority

2.3.1 Undertake a review of the Book Bus service to ensure high level of access and engagement with the service


Library Staff

HIGH

2.3.2 Explore partnership opportunities to expand the current outreach service


Library Staff

Early Years Officer

Supported Playgroups Officer

Customer Service Coordinator

Childcare providers

OOSH providers

Schools

Kindergartens


MEDIUMDRAFT

28

2.3.3 Consider alternative models of service delivery to reach small communities e.g. Little Libraries


LOW

Strategy 2.4 Foster a culture of staff excellence through learning, support and growing



Priority

2.4.1 Develop a service wide training plan to empower library staff to meet the evolving needs of the community


Organisational Development

HIGH

2.4.2 Actively participate in PLVN mentoring and professional development programs


Library Staff

Organisational Development

Public Libraries Victoria (PLV)

HIGH

DRAFT

29

8.6. Priority 3: Future Focussed Technology is changing the ways in which we learn, connect and collaborate. As this change continues and evolves, it is vital that everyone has access to the kind of technology which suits them.

Many people want library services to be available at a time which suits them, and effective use of technology is the first step in making this happen. Developing our digital presence, ensuring our digital services and resources are essential in facilitating access.

Increasingly, digital technologies are a part of everyday life. People use technology to interact with each other, government services, for work and study. Not everyone in Indigo has a computer, or access to high speed internet.

Indigo Shire libraries are dedicated to bridging the digital divide to ensure nobody gets left behind.

Strategy 3.1 Ensure the library has a customer focussed technology environment which supports exceptional service delivery



Priority

3.1.1 Complete a Libraries IT Roadmap to ensure Library service needs are met through the IT Strategy


Library Staff

IT Team HIGH

3.1.2 Ensure high speed internet is available throughout the branch network and offsite via the Book Bus


IT Team LOW

$

3.1.3 Enhance mobile and web access to ensure improved community access


IT Team LOW

3.1.4 Investigate and implement improvements to the Library Management System in collaboration with Public Libraries of Victoria


Library Staff

IT Team Public Libraries of Victoria (PLV)

LOWDRAFT

30

Strategy 3.2 Support and facilitate community access to technology



Priority

3.2.1 Develop a program of workshops promoting digital literacy to identified groups


Library Staff


Community NeighbourhoodHouses

LOW

$

3.2.2 Create opportunities for young people, parents, carers and guardians to improve information literacy skills

Library Staff Youth Officer Local schools MEDIUM

3.2.3 Ensure the e-smart Libraries framework is embedded in our digital services and programs


Library Staff

IT Services E-smart Libraries

HIGH

DRAFT

31

8.7. Priority 4: Shout from the Rooftops This strategy outlines how we will engage with our community to promote Library activities. Underpinning vibrant programming and exceptional service delivery is the need to raise the profile of the Library service - encouraging greater participation and membership.

A marketing and communications plan will set the direction for raising awareness of what the Library has to offer including the development of a new visual identity for the library – establishing its own brand awareness while keeping a strong connection to Council.

Strategy 4.1 To promote the activities and services the Library has to offer through a wide range of mediums



Priority

4.1.1 Develop a libraries marketing and communications plan to raise the profile of the Libraries across the Shire


Communications Team

HIGH

4.1.2 Publish a calendar of events to promote library activities


Communications Team

MEDIUM

4.1.3 Develop a visual identity which reflects the role of the Library in the community


Communications Team

HIGH

$

4.1.4 Develop a content plan for social media to engage and develop audiences


Branch Coordinator

Communications Team

HIGHDRAFT

32

9.0. Contact usPhone Local call: 1300 365 003 03 5728 8000Email [email protected] Post Indigo Shire Council PO Box 28 Beechworth, Victoria 3747Fax 03 5728 1676Website www.indigoshire.vic.gov.au

Head OfficeThe Pines, 2 Kurrajong Way, Mayday Hills, Beechworth, Victoria, 3747Hours of operation – 8.30am - 5pm Monday to Friday

Customer Service CentresBeechworth Phone 03 5728 8000Address 101 Ford Street, Beechworth, Victoria 3747Yackandandah Address 34 High Street, Yackandandah, Victoria 3749Chiltern Address 40 Conness Street, Chiltern, Victoria 3683Hours of operation9am-12.30pm/1.30pm-5pmRutherglen Phone 02 6033 6801Fax 02 6032 7427 Address 153 High Street, Rutherglen, Victoria 3685Hours of operation9am-12.30pm/1pm-4.30pm (Tuesday to Friday)9am-12pm (Saturday)DRAFT